workforce webinar september 30, 2015
TRANSCRIPT
• First coined in 1990 by William A. Kahn• Gallup refined it in the mid-90’s and
established the famed Gallup-12
Employee Engagement
• Key Measures– The extent to which employees are likely to put forth
discretionary effort, – The degree to which employees intend to stay with the
organization, and – More recently, the likeliness employees are to be a “brand
advocate” for the company.• The measure has been used extensively for decades, has
become the standard-bearer to workplace effectiveness, and has quite nearly become a commoditized business
Gallup - 12
• I know what is expected of me at work.
• The mission or purpose of my company makes me feel my job is important.
• I have a best friend at work.
Example
• Individual fulfillment• More work accomplished• Improved organizational results• “You know it when you see it”
Upsides of Engagement
• Not moving the needle• Treating employees like
cogs• Focusing on the wrong
thing• Lacking a system-wide
approach
Downsides of Engagement
• Culture is the collection of words, actions, thoughts, and “stuff” that clarify and reinforce what is truly valued inside an organization
• Culture should connect what is valued to what drives success
Culture fuels Engagement
Employee engagement is the result of a STRONG culture, not an ends to itself.
• Understanding how your employees perceive and experience your organization’s values, behaviors, and actions is a crucial first step to driving alignment in your workforce.
•There is no such thing as “best place to work” or “one recipe for success.”
• Assessing fit is a two-way street; both sides need meaningful data to make informed decisions; and most organizations aren’t good at sharing their true story
Employer Profiling - TruWork
• Once you know “who you are,” you’re in a much better position to:– Identify which aspects best represent your essence– Share your story in a much more open, authentic, and
meaningful way with those who want to hear it– Authenticity leads to credibility which leads to trust– Attract those people who are drawn to your essence and
driven by the “way you work” – Identify opportunities to tweak “who you are” toward
“who you want to be”
Understand and Share
What it measures•Builds trust; demonstrates integrity; shares information openly; communicates clearly and truthfully; is comfortable with emotionTransparency
•Orchestrates diversity and promotes authenticity; fosters respect and support; facilitates open participation and inclusion; creates a sense of ownershipInclusion
•Invests-in, leverages, and exploits current technology, next generation tools & business practices; is digitally savvy; willing to be early adoptersTechnologies
•Removes obstacles, distributes control, & responsibility; employs clean processes and systems; change is fluid; actions are timely and speedyAgility
•Facilitates exchange, interaction, and collaboration; believes that they are better together than alone; shares knowledge and credit; relationship-centricCollaboration
•Pays attention to unique (internal & external) user needs; anticipates shifting landscape/market and then adapts; creates customized solutions for clients and for employeesSolutions
•Encourages and rewards innovation; provides challenging work; takes risks; fuels creativity; comfortable with mistakes; compelled by what is or what might be nextInnovation
•Teaches, develops, rewards; champions for health and welfare; facilitates pursuit of passion; gives back; stewards to a shared prosperityGrowth
The degree to which these values, behaviors, and actions are experienced
How your key dynamics play out on
the evolutionary continuum of
“traditional” to “future”; each place on that continuum implies something about how
you work and how your employees experience
it.
Your profile & storylines, example8 Dynamics, 3 Narratives, 6,500+ Permutations to Individual
Employer Profiles